Site Consolidation Decision Matrix Worksheet
Footprint decisions are expensive and hard to reverse. A weighted decision matrix will not make the decision for you, but it forces the team to agree on criteria and evidence before debating the answer.
| Criterion | Weight (%) | Option A score (1-5) | Option B score (1-5) | Option C score (1-5) | A weighted | B weighted | C weighted | Evidence / source | |
|---|---|---|---|---|---|---|---|---|---|
0.75 | 1 | 0.5 | |||||||
1 | 0.6 | 0.6 | |||||||
0.3 | 0.6 | 0.6 | |||||||
0.6 | 0.45 | 0.3 | |||||||
0.6 | 0.3 | 0.45 | |||||||
0.3 | 0.5 | 0.4 |
Rename Options A, B and C to your plants or scenarios after export. Use the matrix to structure the discussion, then back it with a full financial model, customer and quality qualification plan, and legal and employee review. This is a decision aid, not advice on closures or labor law.
Footprint data consolidation
Optional: ask how to combine cost and capacity data from several plants and ERPs for a footprint review.
Optional. The tool and every export work without this. No spam.
How to use the matrix
Define the options first, such as keep both plants, consolidate into A, or consolidate into B. Agree criteria and weights with the leadership team before anyone sees scores, so weights do not get tuned to the answer someone prefers. Score each option from 1 to 5 for every criterion and record the evidence. The weighted columns and totals update automatically. Check that weights add to 100, then review which criteria drive the gap between options.
- Agree weights before scoring
- One evidence note per row
- Add or remove rows as needed
- Run a sensitivity check by changing weights
Criteria that matter
Cost is only one dimension. Capability matters because moving a process to a plant without the equipment, certifications or know-how risks quality escapes. Labor availability and retention affect the ramp. Customer proximity affects freight and lead time. Transition risk includes qualification time, such as first article or customer PPAP approvals, dual running inventory and the risk of lost customers. Capacity for growth keeps the decision valid for several years. Add regulatory items like export controls or customer-mandated sites where relevant.
Common mistakes
The usual errors are scoring with no data, double counting a factor in two criteria, and treating a small score difference as decisive. If two options are within about half a point, the matrix cannot separate them, so look at the financials and risks directly. Also test results by changing the top two weights. If the winner flips, the decision is sensitive and needs more analysis before commitment.
- Avoid scoring from opinion alone
- Do not double count a factor
- Test the top two weights
- Include customer qualification time
Frequently Asked Questions
How many options can I compare?
The worksheet has three option columns. If you need more, export to Excel and copy a column. Most real footprint decisions narrow to two or three realistic scenarios after a first screening round.
How should I set the weights?
Have leadership discuss and agree them before scoring, and write down why. A common approach is to give cost, capability and risk the largest weights. Run a sensitivity check afterward to see whether the winner changes.
Is a higher score always better?
Yes for every criterion as scored, so define the scale carefully. For cost and risk, a high score means a favorable result, such as low cost or low risk. State the scale in the evidence column to avoid confusion.
Can this be used for choosing a new location?
Yes. Replace the criteria with site selection factors such as incentives, utilities, logistics and talent pool. The weighted scoring approach is the same for greenfield selection and for consolidation.
If the cost, capacity and quality data behind a footprint review live across ERPs, Netray can help consolidate it privately for analysis.
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